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Professional Services

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Professional Services


Business Analysis

Business Analysis (12)

Business analysis depends on the successful application of applying different types of analytics: financial, quantitative, and descriptive (qualitative).

KCI's courses are focused upon building the skills necessary to operating within an organization utilizing any of one of these skills.

Monday, 06 February 2012 23:32

Business Analytics

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Insight into the business

Business analysis depends on successful application of three different types of analytics, financial, quantitative and descriptive. These three legs of the analysis triangle provide a guideline to successful analysis. Business analysis is process and operational focused and hence has an internal focus. These techniques may also be applied to an external view such as for merger, acquisition, divestiture, privatization, consolidation and outsourcing. Business analysis also leads to the development of requirements for process change, application acquisition (application development, package deployment or services articulation) and assessment of change impact. Business analysis also includes topics of operational due diligence, performance measurement, knowledge management, product architecture, process architecture, competitive intelligence and business intelligence. 

KCI offers service that include analysis of operations, product architecture analysis for platform identification, requirements development for business systems as well as computer applications and competitive intelligence capability development.

  • Business Intelligence
  • Data analysis and analytics with KPIs, KRIs and KIIs
  • Econometrics and environmental scanning
  • Simulation for processes and problem solving
  • Performance Management
Tuesday, 10 January 2012 22:17

Effectively Using Balanced Scorecard

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A Hands On Approach

Description:

Scorecard approaches have received considerable attention as a means to assess both operational and strategic performance of an organization. The balanced scorecard approach has had very good reception and success in assisting management with a way to improve the value to shareholders through an organized view of measures in the enterprise. Further, the approach connects in a logical manner to the strategic needs and direction of the enterprise. Understanding strategic impact is a key to the successful use of scorecards.

This course includes some background on various scorecard approaches used in the past and present. The balanced scorecard approach is covered in considerable detail as the current scorecarding technique to gain widespread use and global success. Finally, the economy is changing in many ways and the balanced scorecard approach must change with it to be relevant. This course also introduces the attendee to the potential changes that may happen in the very near future.

The key difference in this course and others on balanced scorecard is that there are sample workshop type implementations using Excel and other tools to indicate the issues in the use and automation of scorecard capabilities and constructing simple scorecard dashboards.

Duration: 4 days

Tuesday, 10 January 2012 15:55

Effectively Using and Transferring Knowledge

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How to build an Effective Transfer of Knowledge

Description:

Knowledge is of little value if it ‘walks out the door’. To be effective it must be transferred from the source to the destination. The source can be consultants, the web, YouTube videos, seminars, conferences and professional education courses. The most difficult is the transfer of knowledge from an expert to someone in an organization. Effective use is made possible by understanding the knowledge process and connecting the result of knowledge filtering to the execution processes of the organization.

Some of the key steps to successful knowledge transfer and use include:

  • Identifying and capturing essential knowledge
  • Sorting out the knowledge into categories for future use
  • Positioning knowledge at the point of use
  • Enabling the transfer through careful mentoring

These steps help to build the solid foundation for knowledge transfer.

Duration: 3 days

Tuesday, 10 January 2012 15:27

Core Methods of Business Analysis

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Financial, Quantitative and Descriptive Analysis

Description:

Business analysis depends on successful application of three different types of analytics, financial, quantitative and descriptive. These three legs of the analysis triangle provide a guideline to successful analysis. Business analysis is process and operational focused and hence has an internal focus. These techniques may also be applied to an external view such as for merger, acquisition, divestiture, privatization, consolidation and outsourcing. Business analysis also leads to the development of requirements for process change, application acquisition (application development, package deployment or services articulation) and assessment of change impact. Business analysis also includes topics of operational due diligence, performance measurement, knowledge management, product architecture, process architecture, competitive intelligence and business intelligence.

Duration: 4 days

Monday, 24 October 2011 21:17

Implementing Successful Knowledge Management

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Implementing Knowledge Management Systems

Description:

This course provides participants the basic tools necessary to assess, plan and implement a knowledge management capability in an enterprise. The techniques described in the course are useful for bridging the gap between expectations and reality, providing a means to leverage existing knowledge efforts and increase value by focusing the efforts on projects with quick payback. Tools and technology considerations provide an opportunity for IT excellence in the management and delivery of knowledge to users.

Duration: 3 days

Monday, 24 October 2011 21:14

Knowledge Management for Managers

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What Managers need to Know

Description:

Managers today are struggling with the ideas of knowledge management, the value of knowledge management and how to achieve effective knowledge transfer. Being able to effectively direct and manage the knowledge effort requires at least a basic understanding of the approach, concept and issues with implementing a knowledge strategy. A core idea to knowledge management at this time is the use of the learning organization to evaluate and leverage the knowledge in an enterprise.

The ideas of knowledge repository and knowledge processes need exploration as well as knowledge process outsourcing. Here the value lies as well as who can benefit from the knowledge asset is also important. With these ideas a manager can prepare an effective knowledge management plan with proper business justification of the knowledge effort and a means of tracking results.

Many managers in an organization can benefit from this course if only to give some appreciation of the value of their knowledge in their organizations and how that knowledge fits with the rest of the enterprise.

Duration: 2 days

Monday, 24 October 2011 21:09

Knowledge Management Today

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Where is Knowledge Management Today?

Description:

Efficient and effective delivery and use of knowledge increases the range of available business solutions, uncovers hidden business strengths, represents an opportunity for value-added supplier relations and brings a working meaning to the idea of intellectual capital. Whether thinking in terms of documents, ideas, or actions, a simple and efficient method of capturing, locating, articulating, using and managing knowledge in the enterprise is needed. In simple terms, good knowledge management promotes better business performance.

There are many interpretations of knowledge management today. Some interpretations are very basic viewing knowledge management as document management with a twist and others are more general such as the intellectual capital concept. Each interpretation has some value and benefit to the business. This course presents knowledge and knowledge management in context of business need and value by relating knowledge management directly to work performed.

This course provides participants the basic tools necessary to assess and plan for a knowledge management capability in an enterprise. The techniques described in the course are useful for bridging the gap between expectations and reality, providing a means to leverage existing knowledge efforts and increase value by focusing the efforts on projects with quick payback. Tools and technology considerations provide an opportunity for IT excellence in the management and delivery of knowledge to users.

Duration: 3 days

Monday, 24 October 2011 13:35

Essential Policy & Procedure Documentation and Evaluation

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Essential Policy & Procedure Documentation and Evaluation

Description:

Enterprise governance of any organization depends on establishing a well defined and clear set of policies and procedures. Whether starting from an existing set of policies and procedures or developing a completely new set, it is important to understand what makes the policies and procedures successful. Success depends on knowing what the business needs and defining a set of policies and procedures that meets that need.

Monday, 24 October 2011 13:33

Effectively Managing and Implementing Policies & Procedures

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Description:

From the CEO to the front line worker, everyone needs to know the how to execute the key processes of the enterprise. Workflow, process flow, policies and procedures all need some form of documentation and communication to the enterprise workforce. With all the changes in today’s business environment, keeping these updated, current, complete and relevant has become much more significant.

This course brings together several different perspectives and components of documenting policies, procedures and processes in the enterprise. Key questions in managing and implementing are answered such as:

•           What is the life cycle of policies and procedures?

•           What is a methodology for developing them?

•           How do you organize them?

•           How do you manage them?

•           How do these procedures relate to policies?

•           What is the relationship of policies, procedures and processes?

Each area of the enterprise has its own way of looking at how things get done. Important processes emerge from everyday business needs and have default procedures that people are comfortable with. This makes compliance with procedures today an important consideration of any policies and procedure system. Lectures are supplemented by exercises and demonstrations of tools providing the attendee rich learning experience.

Duration:     4 days

Monday, 24 October 2011 13:30

Effective Business and Enterprise Integration

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Effective Business and Enterprise Integration

Description:

Business integration is a key task in achieving the efficiency and effectiveness to meet strategic objectives. The purpose of the integration is always to achieve an improvement in enterprise performance either current or expected. The analysis used for integration can validate current performance or identify the best approach to doing the integration. It is the expected performance of operations that presents a great opportunity. Many organizational changes such as mergers, acquisitions, consolidations, divestitures, privatizations etc. fail due to differences in operations, culture and difficulty in integrating or separating the operations. In fact sources report as many as 75% of mergers and acquisitions (as well as consolidations) fail in some manner integration difficulties with the various business components.

Business integration is the combination of the enterprise into larger parts or separation of an enterprise into smaller or separate parts. It is a change in the structure of the enterprise. The need for integration derives from the actions of the management to restructuring the enterprise as a response to business environmental pressures mostly after the actions of competitors or economic pressures. As such it is needed by all type of enterprises not just for profit businesses. Enterprise integration might involve centralization or decentralization, merger, acquisition, divestiture, privatization, consolidation and other structural changes.

Even if you are not considering a structural integration type of change in the business you often want to know if your operational expectations can be met. Also you want to know if you made an integration decision can you expect it be executed effectively and efficiently. So, if you are considering a major change such as consolidation it is important to know if the operations can support the expectations.

Whether you are a business, a government body, educational institution or other structure, the result of such an analysis as with the quantitative and financial numbers provides you with a more complete situation assessment and reduces the risk of change. In this course the techniques of integration analysis and application are explored and applied with the emphasis on operational and cultural assessment.

Duration: 4 days